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Injection Molding Manager

Plainfield, IL
March 21, 2018

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**** ***** ***** ***** ***** Hill, IL 60403 270-***-****

Director of Manufacturing


Strategic thinking executive with an exemplary record of leading multi-plant manufacturing operations for mid-sized companies, including automotive parts, plastics manufacturers and flexographic printing. Recognized for turning around under-performing manufacturing operations to profitability in a short time frame as well as launching new manufacturing facilities. Strong financial acumen, coupled with ability to launch new products and capital programs on time and within budgets. Decisive, take-charge leader with a history of developing talent and high performing organizations. Academic credentials include a B.S. in Accounting, along with a Certification in Public Accounting.


Spearheaded start-up of a plastic injection molding operation, including hiring, specifying equipment and engineering, purchasing, customer relations and product development. Successfully led plant to consistent profitability levels within two years.

Turned around under-performing (union and non-union) plants to profitability by bringing all people together to reach goals. Effort resulted in the profitability growth of $1+ million or 300% increase for one plant.

Implemented 5s and Lean Manufacturing Principles, which increased machine efficiency by over 20%.

Outstanding at building team work and developing personnel through coaching and performance metrics


Driving Continuous Improvement, Safety, Quality, Delivery & Cost Initiatives Implementing Lean Operating Systems Building Outstanding Teams Ensuring Visual Management Systems Focusing on Key Metrics & Performance Indicators Benchmark / Best Practices Managing Change in a Union Environment Developing Future Talent & Strong Organizations Deploying Cost Reductions & Improvements Leading Manufacturing, Quality, Engineering, Human Resources, Finance, Materials & Purchasing Forming Solid Customer Relations Establishing Financial Operating Objectives


SATO AMERICA, INC. Romeoville, Illinois: $48 million manufacturer of tags and labels

Director of Manufacturing, September 2006 to September 2017

Responsible for manufacturing, engineering, purchasing and logistics for a flexographic printing and converting company supplying retail and medical markets.

Reduced annual inventory losses from 5% to under 0.02% on $5MM inventory in 24 months

Improved On-Time Delivery from under 90% to over 99%

Reduced recordable injuries by 75% over a two year period

Increased shop floor productivity an average of 4.0% per year

Instituted 5s and Continuous Improvement Teams resulting in annual cost saving of $300,000 per year

Renegotiated Building Leases saving over $1MM over the next ten years

TRUE BLUE COMPANY, LaPorte, Indiana: $32 million manufacturer of furnace and water filters.

Plant Manager, November 2005 to August 2006

Accountable for P&L for a 280-employee manufacturing operation. Led six direct reports. Challenged with an unprofitable operation, excess inventories, inefficient material flow, extremely poor cash flow & COD on all manufacturing materials and maintenance supplies.

Reduced inventories and salaried operating staff by over 50%.

Rearranged manufacturing operation into manufacturing cells for improved efficiency and material flow, resulting in increased productivity of 15%.

UGN INC., Chicago Heights, Illinois: $200 million Tier One Supplier of acoustical and interior trim products.

Controller, June 2004 to October 2005

Responsible for accounting activities of $100 million manufacturing facility supplying the automotive industry. Led three direct and two indirect reports.

Revamped accounting department to improve efficiency and manufacturing cost information.

Directed $3.3 million cost reduction program designed to eliminate waste in accordance with lean manufacturing principles.

Implemented new reporting system to provide management with daily financial results.

Developed annual and long-range business plans and provided analysis of actual results.

PRIDE PLASTICS OF MORGANTOWN, Morgantown, Kentucky: Start-up plastic injection molding and

assembly operation supplying automotive and medical products.

Chief Financial Officer & V.P. of Sales, May 2002 to April 2004

Responsible for finance, quality, purchasing, product pricing, human resources, engineering and sales. Instrumental in all phases of company organization and operational start-up. Developed business plan and completed SBA loan request and obtained funding for start-up.

Formulated and implemented quality system and obtained QS-9000 Certification during 8th month of operation.

Formed strategic business alliance with medical R&D and marketing firm.

Developed sales to $1.3 million over two years

Completed application and received $550,000 tax incentive credit from state

Negotiated and received from Morgantown Industrial Holding Corporation financing for the facility.

H & W PLASTICS INC., Bowling Green, Kentucky: Part owner of a Tier Two start-up plastic injection molding and assembly operation supplying the automotive market.

Vice President, Operations, 1995-2002

Directed all areas of operations, including financial activities. Instrumental in plant start-up and sales development. Led six direct and 45 indirect reports.

Generated $4.5 million of sales in three years.

Specified all manufacturing equipment and price negotiation.

Created part quotation system and developed all part quotes.

Served as liaison to customer part design; instrumental in developing bearing hub protector that was specified on three car lines.

Responsible for QS-9000 receiving certification in January 2000.

Negotiated material cost reductions with 5% annual savings.

Expanded plant to accommodate growth of the company

REGAL PLASTICS, Fraser, Michigan: Tier One plastic injection molding and assembly operation supplying the automotive industry

Vice President, Operations, 1993-1994

Held P&L management responsibility for all aspects of this multi-plant automotive supplier. Challenged with directing a multi-plant operation - one plant was losing money and had poor quality record; another plant needed to launch $4 million of new products in six months without machine capacity to manufacture, and the third being a start-up. Led four direct and 320 indirect reports.

Expanded Owosso operation by eight machines and launched $4 million program in five months.

Developed and opened new facility utilizing total team management and seven- day work schedule.

Reduced scrap and inventory losses by 10% over six months.

Increased productivity corporate wide by 19% in five months.

U. S. FARATHANE, Utica, Michigan: Injection molding company.

General Manager, 1992-1993

Held P&L responsibility for a 50 injection-molding machine and assembly operation.

Grew operating profit by over $1 million in one fiscal year, a 300% increase.

Increased machine efficiency by over 25%. Reduced inventories by 24%. Developed employee work cell teams.

PRIOR EMPLOYMENT: Blue Water Plastics, Marysville, Michigan, Manufacturing Specialist. Management

Responsibility for multi-plant operation; Automatic Die Casting, St. Clair Shores, Michigan, Plant Manager,

Sheller-Globe Corporation several locations. Served in increasingly responsible manufacturing and financial

management positions. Repeatedly called upon to redirect declining operations successfully restoring profitability, and

improving productivity and quality.

EDUCATION: B.S., Accounting, Ball State University, Muncie, Indiana

Seminars/Workshop: Paulson Injection Molding Training, G.E Sharing the Knowledge Training, Lean Manufacturing Training, Value Stream Analysis Training

Professional Certification: Certified Public Accountant - State of Indiana, Certification # 6846

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